How to Manage Low Performers

Negative, unproductive or unengaged team members don’t carry their weight and will affect the group’s morale and effectiveness. As a supervisor, it can be stressful and awkward to manage a “bad apple.” But left unchecked, these poor performers will jeopardize the team and even the organization.

Victoria Bowens, MSA, CDP, Director, Strategic and Community Engagement, Under Secretary of Defense, Personnel and Readiness, U.S. Defense Department, shared her advice for keeping your employees motivated toward meeting your agency’s mission during our latest New Supervisors in Government Community of Practice session.

Below are a few takeaway highlights, and the entire conversation can be viewed on-demand now.

1. Take a closer look at the cause of low performance, versus assuming the “why.” Bowens said that she believes that people don’t come to work with the goal of being a low performer; you need to find the root cause. “Were they previously a high performer and now they’re not? What happened? You need that perspective. Maybe they don’t have the right tools or training, or maybe they’re being overworked. You need to get to know that person before you can judge.”
2. Find the potential red flags to stop, or even prevent low performance. As a new supervisor, Bowens advised not immediately accepting preconceived notions about an employee that a previous supervisor may have held. “Different leadership styles come and go, and some work for employees better than others. Let them show you who they are. Have a conversation with the employee and learn what makes them tick. Ask them how you can help them do better, if you’re providing clear expectations, and if you are being consistent in your expectations. Your employees need to be engaged and excited, and you need to know how to connect with them and show them how they connect to your agency’s mission.”
3. Approach the problem with empathy. When asked how she handles a low performer, Bowens said she doesn’t immediately turn to a performance improvement plan. “Immediately presenting them with that paper can be demotivating. Their motivation may already have been killed by accepting what other supervisors have said about them. Tell them they get a clean slate with you as their new supervisor, and that they need to be fully transparent and honest with you about how they feel they are performing. Make sure they have the right tools to succeed and give them time to meet your expectations.”

For more expert advice on topics that affect new supervisors, join us online on Monday, May 20 at 4 p.m. ET for “Less Winging It, More Strategy: How to Be a Strategic Leader.”